Digital Transformation – The Home Office has launched a new strategy to build digital boundaries. Credit – Home Office / Wikipedia

The Home Office is aiming to create a more “flexible and cohesive” approach to digital transformation: strengthening its technology products and more information-based – in a three-year strategy that marks a major milestone for the UK Department of State.

Home Office Chief Digital, Information and Technology Officer Simon Born said the strategy, launched earlier this week, is based on six principles – connecting technology, creating shared technology; Being product-oriented on a program-based basis; Being informed by information; Effective Delivery: And embrace creativity.

“It evokes our desire to develop better digital products, platforms and services and change the way we manage information. This will help us to be more efficient and ensure that we meet the needs of our users. ”

Technology reinforcement

After the strategy “radically transforms” its relationship with foreign suppliers, the 3,800-strong Digital, Data and Technology (DTA) division will develop internal technology services internally. When necessary, we have redesigned the design, construction and operation of technology services, ”the document said.

“In many cases, such changes have reduced our costs, increased our use of in-depth niche providers, reduced our technical risks, and made us more efficient and responsive to business needs,” he said.

The Home Office has a wide range of responsibilities, including immigration, crime, counter-terrorism, drug policy and the police. Its systems currently support more than three million visa applications and 140 million police checks annually. But most of these systems are based on old technology that cannot be integrated with other products and is expensive to maintain.

The department says it includes requirements to ensure easy consolidation, scalability and maintenance of products such as accessible technology and open source and cloud. This, in turn, raises the value of the digital asset.

Significantly, the Home Office says it is shifting its focus from development to results rather than traditional ones by trying to create products around the ever-changing and improving consumer needs.

Once they are gone, we will continue to invest in products and continue to meet business objectives and user needs as they change. This will help reduce the need for large-scale restoration and costly replacement programs, ”the strategy states.

DDET sets a record for all departmental technology and products. This, he says, supports reuse, helps prevent any duplication, and allows him to look for any matching opportunities at the beginning of projects. Since any common room can be part of a department’s “set of tools,” the groups are instructed to design “for reuse in mind.”

In fact, with services that may be needed in many parts of the department, this will be built as a common technology product. It is currently working on three examples, including form building and hosting products, and an identity and access management system to support mergers, inputs and outputs. The department acknowledges that this is a major step forward and wants to support groups to think beyond their “immediate needs.”

Information supported

The strategy focuses on being more informed. Steps under this chain include all new systems having “clearly defined API strategies” to ensure easy communication. This is supported by “strong governance structures”, document notes.

The Home Office wants to build “data repositories” for each of its key locations. “These will be the source of our common power,” he said, and will improve cooperation with other government agencies.

The strategy is a big change for the Home Office – like most UK departments, it has been driven by history, cost and time, and is geared towards better technology development. These projects are often marred by poor results and run costs.

The new strategy will strengthen the path that the DDaT team has been using internally since 2019, Born said. He said the results could be seen in previous examples, such as the EU settlement program and the implementation of a point-based migration system.

But she is not without problems. The Interior Ministry has been trying to demarcate the borders and replace the old ones since 2003. In December last year, the National Auditor reported that the project had cost more than 3 173 million (US $ 240m) and was yet to be completed. A.D. He acknowledged the “restart” of DDaT in 2019 but warned that there were significant risks in delivering the project by 2022.